JUnit, TDD, CPTC, Web Penetration Training Classes in Albany, New York
Learn JUnit, TDD, CPTC, Web Penetration in Albany, NewYork and surrounding areas via our hands-on, expert led courses. All of our classes either are offered on an onsite, online or public instructor led basis. Here is a list of our current JUnit, TDD, CPTC, Web Penetration related training offerings in Albany, New York: JUnit, TDD, CPTC, Web Penetration Training
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10 June, 2024 - 14 June, 2024 - RED HAT SATELLITE V6 (FOREMAN/KATELLO) ADMINISTRATION
24 June, 2024 - 27 June, 2024 - Enterprise Linux System Administration
10 June, 2024 - 14 June, 2024 - OpenShift Fundamentals
22 April, 2024 - 24 April, 2024 - Ruby Programming
29 April, 2024 - 1 May, 2024 - See our complete public course listing
Blog Entries publications that: entertain, make you think, offer insight
We are not all equally motivated. Some people have more self-drive than other people. This is why we find that some people always end up at the top even when the odds are against them. An employee, with this realization, through the Human Resource department, should be able to design efficient career development systems. For this system to work, the employer must understand the nature of the business environment in which they are operating.
Why Train Employees?
The purpose of training employees is to enable them to grow with time and increase their efficiency. The business world is quite dynamic, nothing stays the same for long. Training one’s employees allows them to keep abreast with the ever changing technological advancements and many other factors that are relevant to his/her line of work. Employees cannot be expected to solve all their employer’s expectations with static skills and techniques. Even the most updated technology becomes obsolete at some point.
People are the biggest assets in organizations. For an establishment to flourish, it is important that the employer understands certain key things that help spur their development.
In a report from the Harvard Business Review, “The Impact of Employee Engagement of Performance,” the most impactful employee drivers are:
Have you ever played a game on your iPhone and wondered how to share it with your friends? Of course, not everyone has iPhones, and they aren’t always watching the leaderboards on the Gaming app, provided by Apple. Well, guess what? You don’t have to take a whole other camera to take a picture of your iPhone to create a photo of that particular score you have achieved. All you have to do is simultaneously press the “Home Button” and the “Lock Button” on your iPhone. After that, your iPhone should consequently flash to white, as if it were snapping its shutter, and taking a picture. Afterwards, you should be able to find the picture in your Photo Albums and share it with your friends.
But, taking screenshots of your iPhone doesn’t always have to deal with your game scores, you can take screenshots of almost any happening on your phone and share it with people! Have you ever had a memorable texting conversation with your friend, where you mistyped something, and the conversation went haywire? Sharing it becomes easy by using this feature. Want to show how odd a website looks on your iPhone compared to looking at it on your computer, and give it to their support to fix it? Take a screenshot of it! The possibilities of this feature are endless, and can become timeless with a simple picture.
Communication is one of the main objectives that an organization needs to have in place to stay efficient and productive. A breakdown in accurate and efficient communication between departments at any point in the organization can result in conflict or loss of business. Sadly, the efficiency between different departments in an organization becomes most evident when communication breaks down. As an example, David Grossman reported in “The Cost of Poor Communications” that a survey of 400 companies with 100,000 employees each cited an average loss per company of $62.4 million per year because of inadequate communication to and between employees.
With the dawning of the big-data era and the global competition that Machine Learning algorithms has sparked, it’s more vital than ever for companies of all sizes to prioritize departmental communication mishaps. Perhaps, today, as a result of the many emerging markets, the most essential of these connections are between IT and the business units. CMO’s and CIO’s are becoming natural partners in the sense that CMO’s, in order to capture revenue opportunities, are expected to master not just the art of strategy and creativity but also the science of analytics. The CIO, on the other hand, is accountable for using technical groundwork to enable and accelerate revenue growth. Since business and technology people speak very different languages, there’s a need on both sides to start sharing the vocabulary or understanding of what is expected in order to avoid gridlock.
In the McKinsey article, Getting the CMO and CIO to work as partners, the author speaks to five prerequisite steps that the CMO and the CIO can take in order to be successful in their new roles.
--- Be clear on decision governance
Teams should define when decisions are needed, what must be decided, and who is responsible for making them.
Over time, companies are migrating from COBOL to the latest standard of C# solutions due to reasons such as cumbersome deployment processes, scarcity of trained developers, platform dependencies, increasing maintenance fees. Whether a company wants to migrate to reporting applications, operational infrastructure, or management support systems, shifting from COBOL to C# solutions can be time-consuming and highly risky, expensive, and complicated. However, the following four techniques can help companies reduce the complexity and risk around their modernization efforts.
All COBOL to C# Solutions are Equal
It can be daunting for a company to sift through a set of sophisticated services and tools on the market to boost their modernization efforts. Manual modernization solutions often turn into an endless nightmare while the automated ones are saturated with solutions that generate codes that are impossible to maintain and extend once the migration is over. However, your IT department can still work with tools and services and create code that is easier to manage if it wants to capitalize on technologies such as DevOps.
Narrow the Focus
Most legacy systems are incompatible with newer systems. For years now, companies have passed legacy systems to one another without considering functional relationships and proper documentation features. However, a detailed analysis of databases and legacy systems can be useful in decision-making and risk mitigation in any modernization effort. It is fairly common for companies to uncover a lot of unused and dead code when they analyze their legacy inventory carefully. Those discoveries, however can help reduce the cost involved in project implementation and the scope of COBOL to C# modernization. Research has revealed that legacy inventory analysis can result in a 40% reduction of modernization risk. Besides making the modernization effort less complex, trimming unused and dead codes and cost reduction, companies can gain a lot more from analyzing these systems.
Understand Thyself
For most companies, the legacy system entails an entanglement of intertwined code developed by former employees who long ago left the organization. The developers could apply any standards and left behind little documentation, and this made it extremely risky for a company to migrate from a COBOL to C# solution. In 2013, CIOs teamed up with other IT stakeholders in the insurance industry in the U.S to conduct a study that found that only 18% of COBOL to C# modernization projects complete within the scheduled period. Further research revealed that poor legacy application understanding was the primary reason projects could not end as expected.
Furthermore, using the accuracy of the legacy system for planning and poor understanding of the breadth of the influence of the company rules and policies within the legacy system are some of the risks associated with migrating from COBOL to C# solutions. The way an organization understands the source environment could also impact the ability to plan and implement a modernization project successfully. However, accurate, in-depth knowledge about the source environment can help reduce the chances of cost overrun since workers understand the internal operations in the migration project. That way, companies can understand how time and scope impact the efforts required to implement a plan successfully.
Use of Sequential Files
Companies often use sequential files as an intermediary when migrating from COBOL to C# solution to save data. Alternatively, sequential files can be used for report generation or communication with other programs. However, software mining doesn’t migrate these files to SQL tables; instead, it maintains them on file systems. Companies can use data generated on the COBOL system to continue to communicate with the rest of the system at no risk. Sequential files also facilitate a secure migration path to advanced standards such as MS Excel.
Modern systems offer companies a range of portfolio analysis that allows for narrowing down their scope of legacy application migration. Organizations may also capitalize on it to shed light on migration rules hidden in the ancient legacy environment. COBOL to C# modernization solution uses an extensible and fully maintainable code base to develop functional equivalent target application. Migration from COBOL solution to C# applications involves language translation, analysis of all artifacts required for modernization, system acceptance testing, and database and data transfer. While it’s optional, companies could need improvements such as coding improvements, SOA integration, clean up, screen redesign, and cloud deployment.
Tech Life in New York
Company Name | City | Industry | Secondary Industry |
---|---|---|---|
NYSE Euronext, Inc. | New York | Financial Services | Securities Agents and Brokers |
Anderson Instrument Company Inc. | Fultonville | Manufacturing | Tools, Hardware and Light Machinery |
News Corporation | New York | Media and Entertainment | Radio and Television Broadcasting |
Philip Morris International Inc | New York | Manufacturing | Manufacturing Other |
Loews Corporation | New York | Travel, Recreation and Leisure | Hotels, Motels and Lodging |
The Guardian Life Insurance Company of America | New York | Financial Services | Insurance and Risk Management |
Jarden Corporation | Rye | Manufacturing | Manufacturing Other |
Ralph Lauren Corporation | New York | Retail | Clothing and Shoes Stores |
Icahn Enterprises, LP | New York | Financial Services | Investment Banking and Venture Capital |
Viacom Inc. | New York | Media and Entertainment | Media and Entertainment Other |
Omnicom Group Inc. | New York | Business Services | Advertising, Marketing and PR |
Henry Schein, Inc. | Melville | Healthcare, Pharmaceuticals and Biotech | Medical Supplies and Equipment |
Pfizer Incorporated | New York | Healthcare, Pharmaceuticals and Biotech | Pharmaceuticals |
Eastman Kodak Company | Rochester | Computers and Electronics | Audio, Video and Photography |
Assurant Inc. | New York | Business Services | Data and Records Management |
PepsiCo, Inc. | Purchase | Manufacturing | Nonalcoholic Beverages |
Foot Locker, Inc. | New York | Retail | Department Stores |
Barnes and Noble, Inc. | New York | Retail | Sporting Goods, Hobby, Book, and Music Stores |
Alcoa | New York | Manufacturing | Metals Manufacturing |
The Estee Lauder Companies Inc. | New York | Healthcare, Pharmaceuticals and Biotech | Personal Health Care Products |
Avon Products, Inc. | New York | Healthcare, Pharmaceuticals and Biotech | Personal Health Care Products |
The Bank of New York Mellon Corporation | New York | Financial Services | Banks |
Marsh and McLennan Companies | New York | Financial Services | Insurance and Risk Management |
Corning Incorporated | Corning | Manufacturing | Concrete, Glass, and Building Materials |
CBS Corporation | New York | Media and Entertainment | Radio and Television Broadcasting |
Bristol Myers Squibb Company | New York | Healthcare, Pharmaceuticals and Biotech | Biotechnology |
Citigroup Incorporated | New York | Financial Services | Banks |
Goldman Sachs | New York | Financial Services | Personal Financial Planning and Private Banking |
American International Group (AIG) | New York | Financial Services | Insurance and Risk Management |
Interpublic Group of Companies, Inc. | New York | Business Services | Advertising, Marketing and PR |
BlackRock, Inc. | New York | Financial Services | Securities Agents and Brokers |
MetLife Inc. | New York | Financial Services | Insurance and Risk Management |
Consolidated Edison Company Of New York, Inc. | New York | Energy and Utilities | Gas and Electric Utilities |
Time Warner Cable | New York | Telecommunications | Cable Television Providers |
Morgan Stanley | New York | Financial Services | Investment Banking and Venture Capital |
American Express Company | New York | Financial Services | Credit Cards and Related Services |
International Business Machines Corporation | Armonk | Computers and Electronics | Computers, Parts and Repair |
TIAA-CREF | New York | Financial Services | Securities Agents and Brokers |
JPMorgan Chase and Co. | New York | Financial Services | Investment Banking and Venture Capital |
The McGraw-Hill Companies, Inc. | New York | Media and Entertainment | Newspapers, Books and Periodicals |
L-3 Communications Inc. | New York | Manufacturing | Aerospace and Defense |
Colgate-Palmolive Company | New York | Consumer Services | Personal Care |
New York Life Insurance Company | New York | Financial Services | Insurance and Risk Management |
Time Warner Inc. | New York | Media and Entertainment | Media and Entertainment Other |
Cablevision Systems Corp. | Bethpage | Media and Entertainment | Radio and Television Broadcasting |
CA Technologies, Inc. | Islandia | Software and Internet | Software |
Verizon Communications Inc. | New York | Telecommunications | Telephone Service Providers and Carriers |
Hess Corporation | New York | Energy and Utilities | Gasoline and Oil Refineries |
training details locations, tags and why hsg
The Hartmann Software Group understands these issues and addresses them and others during any training engagement. Although no IT educational institution can guarantee career or application development success, HSG can get you closer to your goals at a far faster rate than self paced learning and, arguably, than the competition. Here are the reasons why we are so successful at teaching:
- Learn from the experts.
- We have provided software development and other IT related training to many major corporations in New York since 2002.
- Our educators have years of consulting and training experience; moreover, we require each trainer to have cross-discipline expertise i.e. be Java and .NET experts so that you get a broad understanding of how industry wide experts work and think.
- Discover tips and tricks about JUnit, TDD, CPTC, Web Penetration programming
- Get your questions answered by easy to follow, organized JUnit, TDD, CPTC, Web Penetration experts
- Get up to speed with vital JUnit, TDD, CPTC, Web Penetration programming tools
- Save on travel expenses by learning right from your desk or home office. Enroll in an online instructor led class. Nearly all of our classes are offered in this way.
- Prepare to hit the ground running for a new job or a new position
- See the big picture and have the instructor fill in the gaps
- We teach with sophisticated learning tools and provide excellent supporting course material
- Books and course material are provided in advance
- Get a book of your choice from the HSG Store as a gift from us when you register for a class
- Gain a lot of practical skills in a short amount of time
- We teach what we know…software
- We care…